Farmhouse Ice Cream

[ForageFred]

Hi

Anybody in the job? I know its very seasonal, but looking at options to add value to milk?

If anybody could share their experiences, both good & bad.

Thanks

 

[ForageFred]

.........

 

[Netherfield]

I know of this one, the setup costs were quite high, it took a few years to get well known but very successful now.
It's fairly rural,but on a well travelled road and the kind of place grandparents take the grandkids,eventually becomes a cafe/coffe shop as well, they also do a lot of tubs which they sell to other local retailers.

http://www.yummyyorkshire.co.uk/

There is another which is close to a big busy garden centre, again grandparents take the kids to the garden centre and then go for an ice cream, also do the whole watch the farm at work kind of thing from a big window.

 

[llamedos]

Have a run out to here http://www.cheshirefarmicecream.co.uk/how-its-made/
Or http://www.snugburys.co.uk/

 

[ForageFred]

Hi

Thanks

Hi, been to Snugbury's in the summer.....great location etc, fantastic attraction of the straw sculptures.

All best kept ideas and that so im hesitant to divulge too much!

But our location would be fantastic! plus plenty of outlets locally too!

 

[Lincs Lass]

Place over at Lincoln is family dairy farm that started making their own ice cream ,,Daisey Made , Scarborough Farms ,,they have a kids corner ,crazy golf ,,really got the job set out well

 

[ForageFred]

Oh my! Im going to be clocking up the mileage and the waist band in the future possibly then!

 

[Welsh Farmer]

This info may or may not be of use to you because I'm not sure what equipment is on the market now. However ..... not sure how you are going to pasteurise your milk but we used to have a batch pasteuriser that heated the milk up and then took it through the pipes to a run down the cooler (like a giant stainless steel wash board) to cool the milk. We replaced this rather old fashioned system with a HTST unit which took up far less space in the dairy, connected straight to the bulk tank and gave us greater control over what volume of milk we bottled.

In the old batch method we used to pasteurise 100 gallons (455 litres) daily and when we changed to the HTST method probably about 150 gallons. The old fashion batch method of pasteurisation however produced a far, far better end quality of milk than the HTST method and if I was wanting to produce a quality ice cream I would be looking more towards the batch method over the HTST method for several reasons.

May be a bit of useless info for you but then again ... well who knows

 

[ForageFred]

Thankyou very much

 

[Kidds]

If you had a pound for every visitor at the Cheshire Ice Cream farm on a non school day you wouldn't need to sell any ice cream.
They have just invested lord knows how many millions in a new set of buildings down the road too.

 

[Old Boar]

Ask yourself the following questions - who is going to buy, where are they going to buy, how will you sell it (by the cone, cost of service, by the tub, cost of outlets), how many months can you sell to an easy customer base. Then work out the costings to get a daily rate, and then minus the cost of production (including staff, insurance, plant, milk, etc). If it still looks good, then the next step is to get in touch with your Environmental Health Officer, and ask them to visit and advise. You will need their approval, so it is worth listening to them from stage 1, and they can save you money by buying the right things from the start.
Friends have done this with milk from their Jersey herd, and have now diversified again making soft cheese, and are doing well.

 

[Lofty1984]

http://www.fablasicecream.co.uk
Not sure how much help this will be but the chap is local to me seems to be doing ok

 

[ForageFred]

Thankyou very much, Lofty - that's exactly the sort of thing! Just got to convince the family it's worthwhile. Will have a look at everything as you say @Old Boar! Did you get somebody sorted for your business? How are you doing now?

 

[Old Boar]

Thanks for asking! Yes, business sold, most pigs gone, very quiet here, but so much less stress! Back and forth to the hospital but life is very good at the moment! Good luck if you decide to go for it!

 

[dazza b]

Check out wallings I've cream as well very very good

 

[ForageFred]

Check out wallings I've cream as well very very good

2000L a day on summer days!

 

[dazza b]

2000L a day on summer days!

They've got an on farm cafe as well it is bloody good

 

[Yale]

Susan Jones


Cheshire farm ice creams food technology manager and my...........sister.

 

[farmideas]

Hi

Anybody in the job? I know its very seasonal, but looking at options to add value to milk?

If anybody could share their experiences, both good & bad.

Thanks

I did a farm visit in 2009 to a farm which has a successful ice cream business. They built up local sales, and then through a tea room ice cream parlour attached to to adventure playground. They were then approached by a supermarket. Their relationship was revealing, and I decided to write an article on supplying supermarkets which I have reproduced below. Of course there is now an ombudsman - Christine Tacon - and the rules are stricter. She is getting some suppliers to come forward, but it's a slow business building trust, for the companies depend on the big grocers for sales. I'm sure, however, that some of these trading methods still apply:



Supermarket trading practices directly affect farmers



The new supermarket ombudsman will be mugging up on this, and more - and so should any farmer contemplating direct marketing to major multiples


Getting into supermarket shelves is a natural ambition for many food producers. Many go to considerable lengths to get their products compatible so they can be stocked by the multiples, so if they come to you it can be as exciting as a Royal visit.

Don't get carried away thinking you can load up and deliver to their distribution centre. They may appear enthusiastic, but will always have many hoops for you to go through first.

Have you been passed for the EFSIS European Food Standards?

Have you access for their trucks? Sufficient turning space of the right quality?

Your computer system will need upgrading and adjusting to be compatible with your supermarket customer, for stock control, invoicing and other admin. expect this to be an upfront, pre-contract expense.

Does your packaging comply? Is it the right size? Is the packing directly printed or do you use stick-on labels - if so, you'll like as not have to change. Do you have the right bar coding? Does the design meet their standards?

Don't expect a list of requirements which you can cost and evaluate. Each request will come from people with different responsibilities in the company, so the yard work was transport, the packing had to do with products, the inspections to do with compliance. It's difficult to calculate your total commitment, and all the time you're being told what a huge success the product will be.



And then play hard ball

So you do the work, invest the money, and then wait for the contract. Don't be surprised if they then change their mind, and in a few seconds tell you that the expense has been for nothing, "but many thanks for considering supplying our supermarket"

It's a big boys game when you deal with supermarkets. Most of their suppliers are huge multi-national companies that are already set up and know the rules. They have a wide range of products themselves, and are well placed to take them from one to another. Business to them is a game where they play one supplier off against another, where they get people to commit themselves so they can't back out. Supermarket buyers are interested in the best deal, and have no concern that the person they are dealing with also milks the cows, carts the silage, does the VAT.

You finally make it. the investment in the yard, packaging, computers and accreditation and inspection finally gets you a contract. Be prepared for further angst. You'll be asked to 'support' promotions, which means financing the BOGOFs (Buy One Get One Free). If the deal is 20% off, or Save 75p, much if not all of that discount is taken from the supplier.

The financial recession has provided supermarkets with a great opportunity to exploit this means of discounting. They get the accolade for keeping prices 'Down, Down, Down' but it's their suppliers who take the pain. Producers of branded grocery goods have all experienced the same, and some reports suggest that up to 25 per cent of all supermarket sales are now promotional. Shoppers look out for the best deal, the biggest promotion and select on that basis. When looking for biscuits they buy the BOGOF on a discounted price of £1, irrespective of the type of biscuit on offer.

The geographical spread of the supermarket means they can also play havoc with the quantities they order. If your product hits some kind of sweet spot on their computer screen they'll decide to extend sales to additional stores. Likewise, they can decide to reduce the stores and the shelf space, particularly when they have a promotion on for a competitor's product, and so the manufacturing has to be cranked down.

Sales and profits depend on how well the product on the shelf moves. Sell-by dates cut value and increase wastage, part of which is shouldered by the producer.



Here's what one seller says:

"I've worked as an Account Manager for many years selling to supermarkets and High St retailers across many categories. The gross margins vary by retailer and by category. Each buyer will have a target margin. For a rough estimate, non-food will be in the 60% area for a multiple retailer on average (though average could be dangerous as some categories will be over 100%). The big danger for anyone selling to the supermarkets is not estimating the other selling costs you will have. The big retailers will charge for the following;

Shelf Space

Promotion inclusion.

Any other random project of the day.

Damages.

Distribution (number of stores listed in)

Annual charity (be it ball or conference etc) if you don't take part you are not considered a player.

All buyers (apart from Asda) expect some corporate entertainment/perk.

Be aware of the "slotting allowance" - a cash fee - up front to provide shelf space for a new line. They are paid per item, per store. Alternatively they may demand listing fees, to cover the cost of the administration behind introducing new lines.

Supermarkets may also demand a pay-to-stay fee - a cash "rent" on shelf space allotted. They may ask suppliers to submit bids for space on shelves, at the end of aisles or in freezer units.

The grocers argue that a slotting fee is a signal of a supplier's confidence in a new product and a payment to cover the risk of a product failing when that space could go to an already successful product. However, it can also mean small and new suppliers have no chance of getting their products on shelves because they cannot pay the fees. Also large, rival suppliers can bid up the price of shelf space to keep competitors out.

Category management. Grocers may appoint "category captains" - usually a large, branded goods supplier - to advise on which products are offered to shoppers, how shelves are laid out, goods are priced and which are promoted. The Competition Commission has pointed out that category captains can manage the ranges stocked to their own benefit and can learn about their rivals' plans, prices and new products from their rivals.

Exclusive dealing arrangements. EDAs restrict the number of retailers a supplier can deal with. It can mean a supplier agrees to sell only to one supermarket and promises not to sell to a rival. They are most often used with own-label products.

Exclusive purchasing agreements (EPAs) also exist where a retailer agrees only to buy from one supplier. Alternative suppliers cannot therefore compete. The supermarkets argue that EPAs give suppliers a sense of security and allow them to invest with a greater sense of security. The Gfk survey shows that more than a third of suppliers were asked to enter exclusive arrangements and one in five agreed.

Marketing contributions

Supermarkets often demand payments towards advertising certain products and/or to cover the cost of price promotions. The Gfk report revealed that 70% of supermarket suppliers make either regular or occasional payments towards marketing costs or price promotions. About 43% said they paid some "other rebates".

Discounts Supermarkets ask for discounts to suppliers' prices as a matter of course, and suppliers expect them to. They are usually related to the volumes that are expected to be sold, called over-riders, or promotional activity planned. Suppliers, however, resent demands for retrospective discounts, which retailers can demand after a deal is agreed and after goods have been sold.

Damage/waste payments Suppliers may be asked for payments to cover problems ranging from poor stacking of pallets to putting bar code stickers in the wrong place. The penalties demanded may include lost profits, the cost of rectifying the problem and an administrative charge.

Other payments Supermarkets can ask suppliers for payments towards refitting stores or for stock to fill the shelves of new stores. Suppliers are often asked for support on "margin erosion" - where profit margins are reduced as a result of cutting prices. These are commonplace and suppliers expect such demands.

Code of conduct More than half of the suppliers surveyed by consultants Grant Thornton were unaware of the terms of the code of conduct that covers supermarkets and their suppliers, introduced in 2002. Of those who are, more than three-quarters do not believe it offers protection from the financial might of the major supermarkets. Many also fear the code does not go far enough as it does not cover milk, meat or bread. It is also voluntary. The code was introduced to try to protect suppliers from the "bullying" tactics used by supermarkets. However many suppliers are fearful of invoking the code as they do not want to lose their contracts with the supermarkets.

More than half feel the code is not enforceable as it does not encourage the supplier to make a formal complaint to the Office of Fair Trading. The code bans stores from charging suppliers for the display of their goods in favourable positions and for promotions such as "buy one get one free". The code covers stores with more than 8% of the market. Grant Thornton surveyed 50 senior directors of suppliers to UK supermarkets with turnovers ranging from £10m to over £100m per year.

 

[Kidds]

Beats me how they have any suppliers.